HANZA STRATEGIC PLAN 2026 - June 2027

Strengthening Homeshare Across Australia and New Zealand

A community-led vision for safe, affordable and connected living.


Our Strategic Plan outlines our vision, role and strategic priorities for the period 2026 – June 2027.

HANZA undertakes its work in line with its three priorities:

PRIORITY 1

Homeshare Delivery & Demonstration

Goal

Deliver and demonstrate safe, scalable community-led and self-directed homeshare models across priority regions.

 

1.1 Self-Directed Homeshare (SDH)   

  • Implement and test SDH in 2–3 communities   
  • Refine the SDH model based on learning, including safety, sustainability, user experience and HANZA’s role


1.2 Community-Led Homeshare

  • Support and strengthen existing and emerging homeshare programs
  • Progress regional Victorian partnerships aligned with Recommendation 30
  • Capture and share learning through the Community of Practice
  • Strengthen member and community engagement through:
  • the Community of Practice (CoP)
  • knowledge sharing and peer learning
  • regular engagement activities



1.3 Financial Viability & Delivery Models

  • Test key financial assumptions for self-directed homeshare
  • Identify viable pathways to sustainability and scale

PRIORITY 2

Sustainable Funding & Strategic Partnerships

Goal

Secure diversified, reliable funding and partnerships to sustain and grow HANZA’s work.

 

2.1 Funding Strategy

  • Identify priority funding pathways aligned with delivery and scale
  • Develop a focused funding pipeline
  • Progress targeted funding proposals


2.2 Strategic Partnerships

  • Progress priority partnership opportunities 
  • Strengthen relationships with government, community organisations and research partners
  • Apply clear criteria and governance to partnership development



2.3 Advisory & Sector Role

  • Leverage Recommendation 30 and related work to strengthen HANZA’s advisory role
  • Position HANZA as a trusted source of expertise on homeshare models

PRIORITY 3

Advocacy, Influence & Positioning

Goal
Establish homesharing as a recognised housing solution and position HANZA as a credible national leader.

 

3.1 Recommendation 30 (Victoria)

  • Deliver targeted advocacy and engagement in Victoria
  • Support development of implementation pathways
  • Use learnings to inform opportunities in other jurisdictions


3.2 Strategic Advocacy

  • Develop a focused advocacy approach aligned with delivery priorities
  • Strengthen relationships with key government and sector stakeholders
  • Identify and pursue high-impact policy opportunities


3.3 Evidence & Positioning

  • Strengthen evidence and learning from homeshare models
  • Develop a shared reporting approach across the Community of Practice
  • Build partnerships to support research and evaluation


3.4 Communications & Narrative

  • Strengthen HANZA’s positioning of homesharing as a reciprocal, voluntary model
  • Improve clarity and consistency of messaging and communications

Annual Priorities (2026–June 2027)

For the final year of this Strategic Plan, HANZA will focus on a small number of priority areas to guide delivery, resource allocation and Board effort. These are drawn from the strategic priorities and reflect where concentrated effort will have the greatest impact.


Priority areas for 2026–June 2027 are:

  • Self-Directed Homeshare testing and model refinement
  • Recommendation 30 (Victoria) – advocacy and implementation pathways
  • Continue to support community-led Homeshare and community forums including the Community of Practice
  • Securing a key funding and/or strategic partnership pathway


Implementation and Accountability

Delivery of this Strategic Plan will be supported through clear allocation of leadership, responsibility and oversight across the Board, working groups and staff.

  • Each strategic priority will have a designated Board lead and/or working group responsible for progressing key areas of work
  • Working groups will support delivery through defined roles, regular reporting and collaboration with staff and partners
  • The Board will maintain oversight of progress through structured reporting and discussion
  • Operational planning, timelines and detailed actions will be developed separately and aligned to the annual priorities


Enabling Priorities (Supporting Delivery, Advocacy and Scale)

(These are enabling capabilities, not standalone strategic priorities)


Organisational Capability & Governance

  • Maintain clear roles and responsibilities across Board, committees and working groups
  • Support effective governance, decision-making and reporting
  • Strengthen HANZA’s governing-and-contributing Board model


Technology

  • Define the role of technology in supporting:
  • self-directed homeshare
  • the Community of Practice
  • communications and engagement
  • Progress technology solutions aligned with tested models


Communications & Digital Presence

  • Strengthen HANZA’s communications capability and digital presence
  • Improve the website and communication tools to better support advocacy, partnerships, membership and Homeshare promotion
  • Ensure communications are aligned with HANZA’s positioning and strategic priorities


Workforce & Volunteers

  • Define capability requirements for required roles
  • Test and refine workforce models through SDH pilots
  • Identify sustainable pathways for workforce and volunteer development and retention
  • Strengthen volunteer engagement aligned with strategic priorities